Corporate Communications 1 Copy

**[Corporate communications intro]** **Corporate communications** refer to the way in which businesses and organizations communicate with various internal and external audiences. Corporate communications key areas: - Media relations all comm processes and methods (ex. Press conference) used...

**[Corporate communications intro]** **Corporate communications** refer to the way in which businesses and organizations communicate with various internal and external audiences. Corporate communications key areas: - Media relations all comm processes and methods (ex. Press conference) used by a company to gain positive attention and coverage by the media - Sponsorships specialized form of promotion where a company helps fund an event in return for publicity (ex. Red bull events) - Crisis communication all the efforts taken by a company to communicate with stakeholders when an unexpected event occurs that could have a negative impact on the company's reputation (ex. Balenciaga controversy campaign) - CSR communication all communication methods that a company employes for anticipating stakeholders' expectations and providing true and transparent info about its business operations and impact on social aspect - International and intercultural communication the organized communications used to establish positive relations with stakeholders of other nations in support of the global brands **[Corporate communications 1]** +-----------------------------------+-----------------------------------+ | **CC definitions** | **CC characteristic and | | | concepts** | +===================================+===================================+ | Actual definition adopted in the | **Key characteristics** from a | | course: | management perspective | | | | | - Management function | - Broader focus the org as a | | | hole | | - That offers a framework for | | | the effective coordination of | - Tasks of the org to all its | | internal and external | key stakeholders \> | | communication | integrated approach | | | | | - With the purpose of | - Strategic objective of | | establishing and maintaining | building, maintaining and | | reputations | protecting the company | | | reputation | | - With stakeholders' groups | | | upon which the organization | - Combinations of managerial | | is dependent | and tactical activities\ | | | *ex. Managerial planning\ | | *"CC is the orchestration of all | ex. Tactical producing | | the instruments on the field of | messages* | | organizational identity in such | | | attractive manner to create or | | | maintain positive reputations for | | | groups"* | | | | | | *Van Riel, 2203, pag. 53* | | +-----------------------------------+-----------------------------------+ **CorpComm key concepts** - MISSION general expression of the overriding purpose in line with the values and expectation of stakeholders\ *ex. British Airways (example of the slides posted on the community)* - VISION desire future state: is the aspiration of the organization (it focuses on what the org wants to become) - CORPORATE OBJECTIVES statement of the overall aims in line with the overall purpose, usually set by the senior leaders of the company - STRATEGIES these are the ways or means in which the corporate objectives are to be achieved and put into effect - CORPORATE IDENTITY the profile and values communicated by an organization (how the company want to be remembered and thought of) - CORPORATE IMAGE (different from reputation) is the immediate set of associates of an individual in response to one or more signals or messages from or about a particular organization at a single point of time - CORPORATE REPUTATION is an individual's collective representation of past images of an organization (included through either communication or past experiences) established over time - STAKEHOLDER any group or individual who can affect by the achievement of the organization's objectives - MARKET a defined group for whom a product is or may be in demand (and for whom an organization creates and maintains products and services) - COMMUNICATION the tactics and media that are used to communicate with internal/external groups - INTEGRATION the act of coordinating all communications so that the corporate identity is effectively and consistently communicated to the internal and external groups **[Corporate communications 2 (DEVELOPMENT)]** - **PHASE 1 -INDUSTRIAL REVOLUTION 1930S-** - Early corporate communications began at least 200 years ago (with the modernization of society) - From the industrial revolution (1930s), era characterized for: - Era of muss production and consumption - Need for professional communications officers and a more organized form of handling publicity - Activity based on publicity, promotions and selling activity - Conducted by a press agents, promoters and propagandistic - Played by a gullible public who wanted to be entertained, often exaggerated as lies - Publicly-seeking approach - The counter-voice of *"muckrakers"* they are investigative journalist who exposed scandals associated with corporate and government wrongdoing - Raised public awareness of unethical practices response: large organizations hired journalists as spokespeople, in pursuit of public approval - Market stabilized or declined - Response organizations hired advertising agents to promote products - **PHASE 2 -1930S 1980S-** - US/UK economic reform - Intensified public skepticisms towards big business - Agents needed on a continuous basis (brought in house) - Public market relations and marketing emerge at two separate external communication disciplines **PR** **MKTG** ------------------------------------------------- --------------------------------------------- Need to concern themselves with public confront Need to affectively ring products to market - Marketing deals with markets, serve and satisfy costumers - Public relations deals with public to provide customers will - **PHASE 3 -FROM THE 1980S-** - PR and marketing started to be integrated in organization (pioneers Kotler and Mandak - Umbrella management function corporate communications - Integrations vs fragmentation - DRIVERS FOR INTEGRATION -1- - Market and environment-based drivers - Multiplicity of stakeholders and overlap of their rules - **Internal** communication is inseparable from **external** communication -- need for **alignment** - Demands for greater transparency - DRIVERS FOR INTEGRATION -2- - Communication-based drivers - Greater amounts of **message clutter** \> message effectiveness through consistency and reinforcement of core messages - **Complementarity** of media, traditional media **cost inflation** and new media **multiplication** \> message effectiveness through more creativity but also control of various channels - DRIVER FOR INTEGRATION -3- - Organizational drivers - Improved efficiency and accountability - Provision of **strategic direction and purpose** through consolidation - **Commonalities and overlap** between communication disciplines STAKEHOLDERS ENGAGMENT - Process of actively involving stakeholders in communication, listening to them, and allowing them to have a say in corporate-making decision - 4 key-words: interactivity, transparency, authenticity, advocacy **[Corporate communications 3 (ORGANIZATION)]** THE ORGANIZATION OF CC Different perspectives on the relationship between communication disciplines (i.e. marketing and public relations) Generally evolved from being: 1\. Distinct 2\. Complementary THE STRATEGIC ROLE OF CORPCOMM OFFICER (CCO) Below there's a video (must see) that represents the aspects of this important role ***EXAMPLE OF THE ORGANIZATION OF CORPOCOMM***  2 types of structure for this organization +-----------------------------------+-----------------------------------+ | VERTICAL | HORIZONTAL | +===================================+===================================+ | It's a way in which: | Allows for cross-functional | | | teamwork and flexibility | | - Tasks and activities are | | | divided and arranged into | It also can take various form | | departments | such as: | | | | | - Departments are located into | - Multi-functional teams | | the hierarchy of authority | permanent or task force types | | | | | It also provides clear lines of | - Standardized work processes | | authority and specialization | *ex. Flow charts, process | | | maps, checklist* | | | | | | - Informal challenges *ex. | | | E-mails, phone, | | | videoconferences, meetings* | | | | | | - Council meetings to discuss | | | strategic communications | | | issues and evaluate current | | | and past performance | | | | | | - Communication guidelines | | | common work procedures | +-----------------------------------+-----------------------------------+ SUMMING UP: - Many organizations have consolidated their communication activities into **a single department** - This allows the CCO's **ready access to the executive decision-making team** - To coordinate the variety of communication units and activities, vertical and horizontal structures are put into place - The centralization or decentralization of communication has relative advantages and disadvantages - There is no one best organization of CorpComm -- it is specific to each organization, but should follow the principles of integration and alignment - Important especially for large and/or multinational corporations (practitioners working across time zones, cultures and languages) **[Corporate communications 4 (STAKEHOLDER MANAGEMENT & COMMUNICATION)]** **WHY ARE STAKEHOLDER RELATIONS (AND CORPCOMM) SO IMPORTANT?** - Management of relationships with stakeholders \> one of the main purposes of CorpComm theory and practice - **STAKEHOLDERS** and **RELATIONS**, i.e. connections between organizations of any type and stakeholders - Management literature primarily talks about STAKEHOLDER MANAGEMENT - BUT we cannot *manage stakeholders*, we can only manage processes, activities, actions - CorpComm literature focuses on **communication processes, activities and actions** that lead to the establishment of (good) **relations** with various stakeholders **THE EVOLUTION OF STAKEHOLDER THINKING** +-----------------------------------+-----------------------------------+ | **FROM NEO-CLASSICAL THEORY** | **TO STAKEHOLDER THEORY** | +===================================+===================================+ | - purpose of organizations is | - other groups besides | | to make profits | shareholder's | | | (azionista)-share of stocks | | - accountability to themselves | count | | and shareholders | | | | - accountability extends to | | - "The business of business is | groups important for the | | business" and the "soulless | continuity of the | | corporation" (Friedman & | organization and the welfare | | Miles, 2006) | of society | | | | | | - organizations have | | | moral/normative duties, not | | | only economic/instrumental | | | ones | +-----------------------------------+-----------------------------------+ WHAT IS STAKEHOLDER THEORY? R*. EDWARD FREEMAN* In the neoclassical method of input-output we've got all sort of inputs, such as suppliers, investors and employees going through an organization, that later output its thing onto customers **STAKEHOLDER MODEL OF "ORGANIZATION-STAKEHOLDER RELATIONS"**  **ACCOUNTABILITY IN THE STAKEHOLDER MODEL** - **Instrumental** *and* **normative** reasons for engaging with stakeholders - A normative approach highlights the following: - each group of stakeholder's merits consideration for its own sake - being a good corporate citizen is an end in itself - that generates reputational returns **MAIN REASONS FOR THE EMERGENCE OF THE STAKEHOLDER MODEL** - Emergence of **corporate social responsibility (CSR) and consumer and environmental activism** - Increase in the **scope of governments and international bodies** (acting as watchdogs) - Increasingly **hostile media** - **Loss of confidence** in business **THE NATURE OF STAKES AND STAKEHOLDERS** - Stakeholder = "Stake" + "Holder" - **Stake:** "an interest or a share in an undertaking, \[that\] can range from simply an interest in an undertaking at one extreme to a legal claim of ownership at the other extreme" (Carroll, 1996, in Cornelissen 2023, p. 68) - **Holder**: someone who possesses something or has control over something (sth = stake) - **Stakeholder:** "any group or individual who can affect or is affected by the achievement of the organization's purpose and objectives" **TYPES OF STAKES** **TYPE OF EXCHANGES** - A company engages in different types of exchanges, *examples*: - with *employees*, it exchanges money (compensation) for their work - with *suppliers*, it exchanges money for their provision of goods or services - with *customers and consumers*, it exchanges products and services for their money - with *investors*, it exchanges money paid later (dividends) for their monetary investment - with *government*, it exchanges money (taxes) for its goods and services **CLASSIFICATION OF STAKEHOLDERS -1-**  **CLASSIFICATION OF STAKEHOLDERS -2-** +-----------------------------------+-----------------------------------+ | **CONTRACTUAL STAKEHOLDERS** | **COMMUNITY STAKEHOLDERS** | +===================================+===================================+ | - customers | - consumers | | | | | - employees | - regulators | | | | | - distributors | - government | | | | | - suppliers | - media | | | | | - shareholders | - local communities | | | | | - lenders | - pressure groups | +-----------------------------------+-----------------------------------+ **TO SUM UP:** *CHARACTERISTICS OF THE "OLD" AND "NEW" APPROACHES TO ORGANIZATION-STAKEHOLDER RELATIONSHIP* +-----------------------------------+-----------------------------------+ | **STAKEHOLDER MANAGEMENT** | **STAKEHOLDER COLLABORATION** | +===================================+===================================+ | - fragmented among various | - integrated management | | departments | approach | | | | | - focus on managing | - focus on building | | relationships | relationships | | | | | - emphasis on "buffering" the | - emphasis on "bridging" and | | organization from | creating opportunities and | | stakeholders interfering into | mutual benefits | | internal operation | | | | - linked to long-term business | | - linked to short-term business | goals | | goals | | | | - coherent approach driven by | | - idiosyncratic implementation | mission, values and corporate | | depend on department's | strategies | | interest and personal style | | | of manager | | +-----------------------------------+-----------------------------------+ *!!! ALSO TAKE A LOOK AT THE SLIDES 15-24 ON THE COMMUNITY FOR AN "EXAMNPLE OF WHAT IS IT IN REAL LIFE" !!!* **[Corporate communications 6 (Corporate Identity Branding & Corporate Reputation)]** The logo is that very thing that you perceive in a company, there are not only just good symbols but they're job is to represent the actual company (is a point of connection). It can change over time (ex. Due to the modernization of the world nowadays logos tends to be more minimalists) The history of the Apple logo N.B. Communication is the only asset that is not in the hands of the actual company **CORPORATE IDENTITY** - Strategically projecting a particular **positive image** of the organization to build, maintain and protect strong **reputations with stakeholders** leads to stakeholders accepting and supporting the organization - Gives organizations **first-choice status** with investors, customers, employees and other stakeholders **ADVANTAGES OF CORPORATE IMAGE INVESTING** +-----------------------------------+-----------------------------------+ | DISTINCTIVENESS | - Stakeholders: recognize an | | | organization | | | | | | - Employees: A strong image | | | helps raise motivate and | | | morale -- creating a 'we' | | | feeling | +===================================+===================================+ | IMPACT | - Being favored may have an | | | impact on performance | +-----------------------------------+-----------------------------------+ | CONSISTENCY | - Avoid conflicting images and | | | messages | | | | | | - Especially important as | | | individuals have more than | | | one stakeholder role (e.g. | | | employees) | +-----------------------------------+-----------------------------------+ **CORPORATE IDENTITY** - Originally corporate identity focused on logos and visual design - Now encompasses all forms of communication - Not just outward embodiment of company but also intrinsic characteristics/traits of company that provides specificity **THE BIRKIGT AND STADLER MODEL OF CORPORATE IDENTITY**  **CORPORATE IDENTITY, IMAGE AND REPUTATION** Corporate image management adds an important **symbolic dimension** to corporate Communication - SOCIAL IDENTITY individuals' knowledge that they belong to certain groups together with the value of that group membership - ORGANIZATION IDENTITY the shared meaning that an organization is understood to have that arsines from its member awareness that they belong to it - CORPORATE IDENTITY the public image that an organization communicates that influences stakeholders' image and reputation of that organization **TO RECAP... 5 important questions:** 1. Who I am = personality 2. What I communicate about me = identity 3. How I look like = image and visibility 4. What is perceived with respect to what I communicated = perception 5. What stakeholders and public think about me over time = reputation **TYPES OF IDENTITY STRUCTURE** - **Monolithic** (structure) Single all-embracing identity (products all carry the same corporate name) *Ex. Sony, BMW, Virgin, Philip* - **Endorsed** (structure) Businesses and product brands are endorsed or badged with the parent company name\ *ex. General Motors, Kellogg, Nestlé* - **Branded** (structure) Individual businesses or product brands each carry their own name (and are seemingly unrelated to each other)\ *ex. Procter & Gamble (Ariel, Ola) Electrolux (Zanussi), Unilever (Dove)* ALIGNING IDENTITY, IMAGE AND REPUTATION Importance of alignment between: - ✓ the organizational culture as experienced by employees - ✓ the corporate vision as articulated by senior managers - ✓ corporate image or reputation in the minds of external stakeholders TOOLKIT TO ASSESS THE ALIGNMENT BETWEEN VISION, CULTURE AND IMAGE THREE TOOLKIT ELEMENTS 1. *Vision*: senior management's aspirations for the organization 2. *Culture*: the organization's values as felt and shared by all employees of the organization 3. *Image*: the image or impression that outside stakeholders have of the organization +-----------------------+-----------------------+-----------------------+ | **Vision-culture gap: | **Image-culture gap: | **Image-vision gap:** | | diagnostic | diagnostic | | | questions** | questions** | **diagnostic | | | | questions** | +=======================+=======================+=======================+ | ✓Does the | ✓What images do | ✓Who are the | | organization practice | stakeholders | organization's | | the values it | associate with the | stakeholders? | | promotes? | organization? | | | | | ✓What do the | | ✓Does the | ✓In what ways do its | stakeholders want | | organization's vision | employees and | from the | | inspire all its | stakeholders | organization? | | subcultures? | interact? | | | | | ✓Is the organization | | ✓Are the | ✓Do employees care | effectively | | organization's vision | what stakeholders | communicating its | | and culture | think of the | vision to its | | sufficiently | | | | | organization? | stakeholders? | | differentiated from | | | | those of its | | | | competitors? | | | +-----------------------+-----------------------+-----------------------+ **[Corporate communications 7 and 8 (Media Relations)]** There are several important questions we need to ask use to understand the meaning of media relations: WHAT ARE MEDIA RELATIONS? - A key area of corporate communication - A must-have of any organization - A strategic tool to create, strengthen and shape public opinion, also defend the reputation of the company WHY DO WE NEED MEDIA RELATIONS? *"If you don't get out and tell your story, someone else will and you won't like the way they tell it"* -Harold Burson (modern inventor of media relationship) WHY DO WE DO MEDIA RELATIONS - Media will eventually speak about us, whether we decide to cooperate or not - We can either decide to tell them our point of view or we can let them come to their conclusions - If we are able to assist them when asked for information/interviews, it is much more likely (never sure) that the resulting news coverage will project a strong and uniform corporate message and enhance the company's reputation WHO IS INVOLVED IN THIS PROCESS? Companies and Organizations, Journalists, media, **PR agencies** (are made of professionals with the aim of interconnect the company and the media), Advertising sales agencies (media relation is not advertising! But you might have some more opportunities through the process) WHO ARE THE MEDIA? National and international newspapers, radio, TV, blogs, economic periodicals and more... THE CREATION OF A NEWS A story on the media can be created starting from different points, but these elements are generally involved: - Event/fact - Company message - Journalist (subjective influence) - Media/Editor (objective influence) - Story WHAT DO MEDIA WANT FORM US? Journalists look to find news and points of view that will be of interest to their readers. They may decide to write about you because you are doing something interesting, or you have an interesting point of view. Before they consider a story, they will qualify an item as "newsworthy," ensuring that it has relevance, or helps illustrate something they are already working on. WHAT DO MEDIA OFTEN GET? - Marketing/promotional/sales documents - People who allude to future news and then don't deliver it - People who give false information **HOW TO BE RELEVANT!!!** THE JOURNALIST: Journalists work with **very strict deadlines:** those who make them waste time will rarely get a second opportunity. If journalists don't obtain the information directly from us, they will find a different source (even a competitor) to find the information they require. Here are some key facts that are really important to know - Be informed - which other journalists have already spoken about your topic - what has the journalist you're talking to written in the last days, which topics have been dealt on his outlet in the past week - the main news of the day - Data Rules - Data support the story you're telling - Most up to date facts and graphs, future trends, calculations on operations and the marketplace, examples or case studies are always interesting - If you don't have your own data, refer to public sources - Bring examples - Examples make your story real, human and tangible - Use a quotable language - Journalists want quotes, unusual and "spicy" declarations - Use a positive language - Examples are a great source to report - Common mistakes - Not having clear in mind what you are selling - Overestimate your relevance - Ignoring what is happening in the world when you call a journalist - Same fact, Different frames - There is always more than one way to look at the same thing. At least you're going to have: - Your frame vs the journalist's frame  HOW TO APPROACH THE MEDIA - Quickly but clearly: they are always in a rush but they are curious - Softly but steadily: don't push too much, you're not a salesman, but you still need to sell your story and win over dozens of other stories - Eyes on the news! Reality gives you the best news hooks you can get. Be quick and take advantage of them through a real time press office activity BUILD YOUR NETWORK - Sometimes it is necessary to assist a journalist even if the company will not be mentioned in the article. It is about investing in the relation - Relations with journalists should be meant to last for the long time. It is fundamental to gain mutual trust. **PR AGENCY** It is an organization specialized in protecting, strengthening or building the reputation of its clients, mainly through the media but not limiting to that (institutions, associations, public authorities etc.) Why we hire PR firms? - Extensive multi-industry expertise - Wide network - Extreme focus - Dedicated consultants Especially in the event of a communication crisis, appointing the right PR firm might prove decisive to solve it in the best way **2^nd^ PART**: TOOLS AND TECHNIQUES +-----------------------------------+-----------------------------------+ | **PRESS RELEASE** | **PRESS CONFERENCE** | +===================================+===================================+ | - Is used to circulate official | - A public moment where | | public information to the | journalist are put in front | | media | of representatives of | | | companies/institutions | | - Need to be factual to be | | | newsworthy | - At a press conference | | | journalist can ask questions | | - Can reach a wide network of | | | contacts | - Increasingly rare due to | | | tight deadlines journalist | | | are facing | +-----------------------------------+-----------------------------------+ INTERVIEWS - A one-to-one moment between a journalist and a company/institution executive - Often a great opportunity to deliver tailored, in-depth content **DIFFERENT JOURNALIST STYLES:** Be prepared to communicate with different types of journalists, but never let the journalists style affect how you answer the question. Media training can teach you how to do this. Journalist techniques/styles include: - **INTERRUPTER**: Won't let you finish a thought or a sentence. Respond with: *"I'll be happy to address that but let me first finish what I was saying about \..."* - **MACHINE GUNNER**: Rapidly fires questions. Pick the question you want to answer. - **PARAPHRASER**: Puts words in your mouth. Says: *"So what you're actually saying is\..."* Correct wrong paraphrases and re-state what you actually WANT to say. - **DART THROWER**: Attacks with hostile language. *"So, you really don't care about the residents then?"* Don't go on the defensive as more darts will come. Be calm and go back to your positive message and position. - **PAUSER**: Stays quiet after you answer a question. Makes you feel you need to add more. Don't unless you have something positive to say. This can be a good time to go back to key messages. - **HYPOTHESISER**: Will try to get you to join him in speculation. The "what if" line of questioning. Always goes for bad angles. Don't fall into the trap. - **DISARMER**: Mr. Schmooze. Wants to be your new best friend. Be careful: you can easily agree with him and be totally disarmed. EXCLUSIVE AND PREVIEWS Sometimes it might be useful to give an exclusive interview/content to a journalist/media. Such a choice has however pros and cons. - **Exclusive** the media covering the news will dedicate good amount of space to it - **Preview** the media getting the news in advance will beat the competition **OTHER TOOLS AND ACTIVITIES** **Media monitoring services** **Coverage analysis** **Online newsrooms** ---------------------------------------------------------------------------------------------------------------------------------- ---------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------ agencies providing the collection of all the media clippings, calculating the total circulation or audience reached by your news quantitative/qualitative analysis of the media exposure, useful to understand how much and in which way your message has been received a place where media can autonomously find several materials on multiple supports when they need them. This solution also drives traffic on the company's website CRISIS COMMUNICATION a crisis is simply any negative event that could have detrimental impact on the reputation or image of a company or brand A KEY COMPETENCE Media are obviously in the front line in shaping public opinion (**agenda setting**). In today's complex contest, though, professional communicators can have as much influence in generating/shaping opinions through their relations with media (**agenda building**) **[Corporate communications 10 (CorpComm strategy and planning)]** **THE PROCESS OF STRATEGY MAKING IN CORPORATE COMMUNICATION** PROCESS OF COMMUNICATION STARTEGY, that involve: - Bringing stakeholder reputations in line with the vision of the organization - Reinforcing existing reputations of stakeholders if broadly in line with how the organization wants itself to be seen What is the strategic intent and what it does? - The change or consolidation in the company's reputation that is intended - Suggests a set of communication tactics and activities that aim to affect awareness, knowledge and behavior of important stakeholders **STRATEGY FORMATION:** - Strategy formation consist of a combination of **planned and emergent processes** - Strategy involves a general direction and not **simply plans or tactics** - Strategy is about **the organization and its environment** DIFFERENT TYPES OF COMMUNICATORS - **Communication technician:** is generally not involved in strategic management\ decision-making and strategic decisions concerning communication strategy and programmers - **Communication manager:** makes strategy or policy decisions and is held accountable for program success or failure **THE CONTENT OF COMMUNICATION STRATEGY** Starts from an organization-wide assessment of the organization's reputation in the light of its vision at a particular point in time. - **Reputation-vision gap** forms the basis for the formulation of a strategic intent !!! RECUPERARE SLIDE 12 e 13 !!! Stages in formulating the content of a communication strategy 1. STRATEGIC INTENT is the general direction of an organization, often articulated in objectives and related actions, it derives from the **reputation-vision gap** 2. THEMED MESSAGES a message that is identified as central to the org reputation and is designed in line with how the org wants to be known 3. MESSAGE STYLIST the way in which a message is given form and delivered to a target audience **Functional orientation** **Symbolic orientation** **Industry orientation** ---------------------------- ---------------------------- --------------------------- Rational message style Symbolic association style Generic message style Emotion message style Pre-emptive message style **A STRATEGIC PLANNING MODEL** Planning programs and campaigns - **Communication programme** - a formulated set of activities towards targeted internal and external audiences, which may include outreach activities, community initiatives and other ways in which organizations and their employees communicate with stakeholder audiences, and has no pre-set endpoint - **Communication campaign** - restricted to the use of a mediated form of communication (e.g., mass media advertising) towards specific stakeholder audiences and is restricted to a single point in time THE PROCESS OF PLANNING COMMUNICATION PROGRAMMES AND CAMPAIGNS  **PLANNING AND EXECUTING PROGRAMMES AND CAMPAIGNS** - **Step 1: Strategic intent** - Formulates a change or consolidation of stakeholder reputations of the organization - Is based upon the gap between how the organization wants to be seen by important stakeholder groups and how it is currently seen by each of those groups - **Step 2: Define communication objectives** - Appeal to stakeholders with a particular message so that they react favorably to it and change or consolidate a specific supportive behavior towards the organization - Should be as tightly defined as possible: - **Step 3: Identify and prioritize target audiences** - Segment those groups into more specific target audiences that are prioritized for a particular programme or campaign - To select and prioritize stakeholders, use of stakeholder salience model and power-interest matrix (lectures on stakeholder relationship management) - **Step 4: Identify themed messages** - Decide upon a core message that can be translated into a specific campaign format and message style - Themed messages may relate to the organization as a whole or to more specific areas such as products and services, CSR or financial performance - **Step 5: Develop message styles** - Use multiple message styles simultaneously to communicate with different target audiences - Organizations often use the same message style to communicate about certain specific areas (e.g. CSR) - **Step 6: Develop a media strategy** - Identify the most effective and efficient means of reaching the target audiences within the given budgetary constraints - Decide upon the right mix of media for a particular communication programme or campaign - **Step 7: Prepare the budget** - Most of the budget will be spent on media buying - Based upon the budget, practitioners may have to revise the previous steps and select a different mix of media and/or adjust communication objectives **[Corporate communications (A.I.)]** **HOW AI IS RESHAPING CORPORATE COMMUNICATION** Today we integrate Ai into every phase of the communication process - Research and listening tools to integrate our works - Planning and ideation - Testing and evaluation - Creation generative AI, like ChatGPT that helps us create image, essays and all type of stuff - Measurement AI make complex tasks much easier. Also Used in SMM to simplify the work and automate some tasks What is AI is a machine ability to perform the cognitive task that usually a human brain can do, but actually AI started a long time ago with the creation of computers Why Ai exploded now? - in 2017 google introduced a novel neutral network architecture that learns context by tracking relationships in sequential data - we have understood that the GPUs are much better to generate calculations that we need - massive amount of data that these tools have (and the time to process them) - the fact that nowadays AI is accessible to pretty much everyone with a web browser also, AI is capable to **replicate human abilities** such as: learning, problem solving, perception, is able to generate language and reasoning Companies used Ai many times, mainly for advertising, such as Coca-Cola campaign for the Christmas holidays and on The Sphere in Las Vegas (that was projecting two images made with AI) Also, AI can be used in sport (shown in the video of Nike) to analyze and maximize every data that is needed **Benefits of implementing AI I corporate communication** - enhanced business communication improve internal communication - improved efficiency automation of repetitive tasks - personalized engagement - 24/7 availability - Data analysis for insights **[Corporate communications 12 (Event Management)]** **EVENTS AS AN EXPERIENCE** Events deliver **face time between consumers and brands**; they also introduce consumers to new products. Individuals attending an event use all five of their senses so they become more **emotionally involved** in the process Effective events, however, don't just happen. **Detailed planning and logistics** are essential to ensure that defined objectives are achieved, whether the corporate communication specialist is organizing a banquet, an open house, a national conference or a trade show **MAIN TYPES OF CORPORATE EVENTS** - **GROUP MEETINGS** - The **size and purpose** of the meeting dictate the plan. Every plan must consider several questions such as: - How many people will attend? - Who will attend? - When and where will the meeting be held? - How long will it last? - Who will speak? - What topics will be covered? - LOCATION often is necessary to reserve the room in advance; Many firms have rooms that are made for hosting a meeting.\ The **name of the meeting and the name of the room** should be registered on the schedule of events for a particular day\ The meeting room must be the **right size for the expected audience:** - Too big the audience will feel that the meeting has failed to draw the expected attendance - Too small the audience will be uncomfortable - FACILITIES The following are things that should be considered. The corporate communication person should check everything one or two hours before the meeting. - **Meeting identification.** Is it posted on the bulletin board near the building entrance? Are directional signs needed? - **Lighting.** Is it adequate? Can it be controlled? - **Screen or monitors.** Are they large enough for the size of the audience? - **Microphones, projectors, and video equipment.** Are they hooked up and working? Who should be contacted if there are technical difficulties? - **Seating and tables.** Are there enough seats for the audience expected? Are they arranged properly for a clear view of the stage? - INVITATIONS The invitation should tell the **time, day, date, place (including the name of the room), purpose, highlights of the program (including names of speakers)** - For clubs, an announcement in the newsletter or an e-mail should be adequate - For external groups---people who are not required to attend but whose presence is desired---invitations via the mail or e-mail are necessary - They should **go out early enough** for people to fit the meeting into their schedules, three to six weeks is a common lead time - REGISTRATION if the group is large, it is customary to have a **registration desk** or table at the entrance of the room. - PROGRAM At any meeting, the word *program* has two meanings: - it is what goes on at the meeting - it is also the printed listing of what goes on\ The meeting must have a **purpose**. To serve that purpose, it is necessary to have a **chairperson** who controls and directs the meeting, introduces the speakers, and keeps discussions from wandering.\ The **printed program** that is handed out to the audience in a workshop or seminar tells them **what is going to happen, when, and where** - SPEAKERS **Select speakers several months in advance**, if possible. They should be chosen because of their **expertise**, their **crowd-drawing capacity**, and their **speaking ability.**\ When a speaker has agreed to give a talk, it is essential to make sure that the speaker **has all the information he or she needs to prepare remarks and get to the meeting**. A thorough briefing will do much. - MEALS The corporate communication person will need to have an **accurate count of people who will attend a meal function** for 2 reasons: waste and costs\ Many meetings include breakfast, lunch, or dinner: - **Early morning breakfast meetings** have the advantage of attracting people who cannot take the time during the day - **Luncheons** are either sit-down affairs with a fixed menu or a buffet - **Dinner meetings** are handled in much the same way as luncheons - **BANQUETS** - Banquets are **more formal affairs** that require extensive advance planning - CATERING When organizing a banquet, the corporate communication staff usually contacts the **catering or banquet manager** two months before the event - He or she will discuss **menus, room facilities, availability of space, and a host of other items** to determine exactly what the banquet needs - **RECEPTIONS AND COCKTAIL PARTIES** - A **short cocktail hour** can precede the start of a club's a luncheon or dinner. It can also be part of a reception. Its purpose is to have people socialize; it also is a cost-effective way to celebrate an achievement In any event of this kind, **the focus should be on interaction, not speeches.** If there is a ceremony or speech, it should last a maximum of 5 to 10 minutes**.** - **OPEN HOUSES AND PLANT TOURS** - Open houses and plant tours are conducted primarily **to develop favorable public opinion about an organization** - Generally, they are planned **to show the facilities where the organization does its work and, in plant tours, how the work is done**. A factory might have a plant tour to show how it turns raw materials into finished products - Many plants offer **daily tours** on a regular schedule while the plant is in operation - These daily tours are geared to handle **only a few people at any one time**, whereas **open houses generally have a large number of guests, and normal operations are thus not feasible during the tour** - **CONVENTIONS** - Its purpose is to **gather and exchange information, meet other people with similar interests, to discuss and act on common problems** - Conventions require the skills of professional managers who can juggle **multiple events and meetings over a period of several days** - A convention is a **series of meetings**, usually spread over two or more days - **TRADE SHOWS** - Trade shows are the ultimate marketing events and attract **millions of attendees annually** - Trade shows range in size from more than 100,000 attendees to those in very specialized industries, which attract only several thousand people - EXHIBIT BOOTHS Although food and entertainment costs are high, **the major expense at a trade show is the exhibit booth** - Larger, more elaborate booths can easily cost between \$500,000 and \$1 million - Any booth or exhibit should be **designed for maximum visibility**. Experts say booths have about 10 seconds to attract a visitor as he or she walks down an aisle of booths - It's also important to promote your exhibit in advance - **PROMOTIONAL EVENTS** - A promotional event **may be a "grand opening" of a facility, an event to announce a new product, or a 10-K run sponsored by a charitable organization** - It is important to consider such factors as **city permits, security, and liability insurance** - A **celebrity** at a promotional event will attract crowds and media attention, but appearance fees can be costly - CELEBRITIES AND HOSTS important questions you have to ask yourself before hiring a celebrity - What exactly do you want the celebrity to do? - Who do you want to appeal to by having a celebrity? Is it the public, the media, or the sponsors? - What do you want to accomplish by having a celebrity participate? Sell tickets or add glamour? - What is your budget? What is the maximum that you're willing to spend for the right celebrity? *!!!MOST IMPORTANT PART OF THE LECTURE!!!* **EVENT BUDGETING** All events have two sides of the ledger: 1. Costs 2. Revenues It's important to prepare a detailed budget so that you know exactly how much an event will cost. This will enable you also to figure it out how much you will need to charge so at least you go break even (in pari) Here are some items you need to put into consideration: - Facilities (like rental of rooms or other things) - Food services - Decoration - Design and printing (like invitations and tickets) - Transportation - Entertainment (like fees for celebrities) - Publicity (like ads) - Office expenses (like supplies and staff expenses) POST-EVALUATIONAL CHECKLIST Post-event analysis is so important to determinate the success of an event from the standpoint of what worked, and what lessons can be learned for planning the next event  **[Corporate communications 14 (Intercultural and international communication)]** The OLYMPICS are an example of intercultural and globally visible event for the organization, that's why the companies pay so much to put their sponsors on top of the other, so they can reach the max visibility among all viewers and consumers **THE GROWING IMPORTANCE OF INTERCULTURAL COMMUNICATION** *Modern processes of **globalization** and **digitalization**:* - Greater *mobility and contiguity* (both physical and mediated/symbolic) between different countries and cultures EQUALS TO Communication (already **unavoidable** in itself and reflecting **individual perspectives**) takes on an **intercultural** character **THE HISTORY OF THE THEORY AND PRACTICE OF INTERCULTURAL COMMUNICATION** - **Born with American diplomacy after the Second World War**: creation of the Foreign Service Institute as the primary training institution for preparing diplomats as well as other professionals of the U.S. foreign affairs community - Fundamental author: E. T. Hall and his book "*The Silent Language*" (1959) - Non-verbal communication as the first object of study = **micro-cultural aspects** - The "**cultural iceberg**": states that on the little top of the iceberg there's only a little portion of what we usually are easy to see, taste or ear in different culture. Otherwise on the big bottom there are aspects that are non-immediately visible such as world view or religion **KEYWORDS ON CULTURE** - CULTURE - shared system of interrelated understanding - = set of thoughts, symbols, experiences, gestures, language, myths, religion, values, ways of communicating, education, food, rules of behaviors etc. - developed over time and transmitted across generations - is not something conscious, but influences the ways people interact - does [not] coincide with the concept of \"race\" - SUBCULURES (or co-cultures) - [distinct] groups within a dominant culture whose members share their own values and norms and distinctive characteristics - *e.g. Native Americans, Māori, Aboriginal Australians* - SUBGROUNDS (or membership groups) - depend on the dominant culture and include a much smaller number of people - *e.g. professional associations, organizational cultures, religious groups* **KEYWORDS ON COMMUNICATION** Communication that is also related with culture - **INTRA**CULTURAL COMMUNICATION (= between people/entities of the same culture) - **INTER**CULTURAL COMMUNICATION (= between people/entities from different cultures) - **MULTI**CULTURAL COMMUNICATION ( = emphasizes the fact that people/entities of multiple cultures and subcultures are co-present in the same environment, but remain separate to one another if not even «enemies») - **INTERNATIONAL** COMMUNICATION (corporate perspective on intercultural communication) Communication influences and is influenced by culture: the intercultural component influences (corporate) communication **choices, implementation and effects** **MODELS FOR ANALYSING INTERCULTURAL DIFFERENCES** Cultural differences between countries - *Macro*-cultural aspects: - Hall's model - Hofstede's model - *Micro*-cultural aspects: - verbal and non-verbal communication **MACRO CULTURAL ASPECTS:** HIGH VS LOW CONTEXT (Hall, 1976 and 1990) - **High-context cultures** - meaning conveyed largely through **non-verbal** communication: gestures, use of space, facial expressions etc. - part of the message is taken for granted - need to know how to use and interpret non-verbal communication - **Low-context cultures** - meaning conveyed largely through **verbal** communication: words and language - communication based on written, coded, explicit exchanges - need to ask questions, be explicit, write etc. CULTURAL DIMENSIONS (Hofstede, 1980, 2001, 2011) 1. Individualism vs collectivism 2. Power distance 3. Masculinity vs femininity 4. Uncertainty avoidance 5. Long-term vs. short-term orientation 6. Indulgence vs. restraint **1 - INDIVIDUALISM VS COLLECTIVISM** - **Individualism** emphasizes individual freedom and independence from others - **Collectivism** emphasizes interdependency and obligations to the larger group (like family, community or organization) **2 - POWER DISTANCE** - The extent to which inequality and/or unequal distribution of power is tolerated in society - In **high power-distance** countries: people accept power, hierarchy and authorities as a given - In **low power-distance** countries: inequality is generally minimized **3 - MASCULINITY vs FEMININITY** - Distribution of roles in society - But above all, the degree to which dominant values are **male-oriented** (e.g. assertiveness, competition, success) or **female-oriented** (caring, compromise, cooperation) **4 - UNCERTAINTY AVOIDANCE** - Sense of threat from unknown situations - **High uncertainty-avoidance** cultures strive to avoid ambiguity, risk and uncertainty by establishing formal rules and seeking general consensus - **Low uncertainty-avoidance** cultures see risk and uncertainty as inherent in life and display more flexible thinking **5-LONG TERM vs SHORT TERM ORIENTATION** - The time perspective in a society for the gratification of people's needs - **Long-term orientation** emphasizes virtuous living in this world and implies perseverance and investments in the future - **Short-term orientation** focuses on gratifying needs "here and now", on achieving goals quickly **6-INDULGENCE vs RESTRAINT** - The differences in society between the gratifications' perspective versus the control's perspective - **Indulgence** indicates a society that allows for relatively free gratification of human needs related to enjoying life and having fun - **Restraint** indicates a society that suppresses gratification of personal needs and emotions by means of social norms **[Corporate communications 15 (Intercultural and international communication)]** Summing up some concepts - **Macro-cultural aspects**: - Hall's model: high- and low-context cultures - Hofstede's model: the dimensions of cultural variability - **Micro-cultural aspects**: - non-verbal communication: paralinguistics, kinesics, proxemics, colours etc. - verbal communication: failures related to language barriers - Implications for corporate communicators: develop **cultural intelligence** **IMPLICATIONS FOR CORPORATE COMMUNICATION** - The values of a (national) culture can be stronger than any organizational values - Culture influences to a large extent the different ways of acting and communicating in a given country - Culture also influences the choices related to **international CorpComm** (standardization or adaptation) **[Corporate communications 16 (Internal & International Communication)]** **DEFINITION OF INTERNATIONAL COMMUNICATION** - What the planned and organized communication effort - Who of a (typically multinational) organization ("parent company") - Purpose to establish positive relationships with stakeholders of other nations (\"host countries\") in support of the global brands and the global reputation of the organization - How through the deep understanding and appreciation of the culture and core values of these stakeholders and countries **INTERNATIONAL STRATEGIES: Standardization vs Adaptation** - **Standardization**: **global** or ethnocentric approach to communication (i.e. uniform in the different countries) - **Adaptation**: **local** or polycentric approach to communication (i.e. country-specific) - Standardization vs. adaptation of: - Objectives - Messages - Channels - Tactics - Evaluation **ADAPTATION STRATEGIES: the contextual variables to consider** - **Infrastructural system of a country:** - **[political and legal systems]** as an expert of corpcomm you should analyze the total aspect of the politics of a county *(for example if is a democracy, if they have different political parties, the position of the country into international issues*), you also have to know if there are laws that can help/ruin your business - **[level of economic development]** understand if it is capitalist/socialist country, understand also all the infrastructures that can help elevate your business - **[level of activism]** so you have to know different groups of activists in the country and understand how "strong they are" understand environmental issues *(for example the green stuff)* - **Socio-cultural system (or cultural profile) of a country:** - **[institutions and social structures; but also, ideologies, religious principles, values and educational practice]**s (\> macro- and micro-cultural aspects) here we should consider the macro-cultural aspects *(what we did at the end of chapter 14 -- ex. Power distance or long-term vs short-term orientation-)* - **[corporate communication culture]** (practice and state of the art of the profession) - **Media system of a country:** - **[media ownership and control over editorial content]** if the media are part of the private/public sector makes a different, you a should consider if they are in the hands of political parties or not, also you should consider a sense of freedom in the editorial content; the content shouldn't be manipulated - **[media diffusion or outreach]** (hindered by illiteracy and poverty) the ability of the media in this country to diffuse messages, you have to understand what media are available and who people this media can reach *(ex. Poor or rich people*) - **[media access to disseminate messages]** (organizations or any segments of society e.g. activists) the extend to organization can access and approach the media to spread their message in the society **KEY QUESTIONS** - For example, in relation to the infrastructural system: - ✓*What is the basic political structure? Democratic, authoritarian, theocratic, totalitarian, other?* (**political system**) - ✓*Do organizations have avenues of influencing public policy making?* (**political system**) - ✓*Are there specific legal codes dealing with communication activities of organizations?* (**legal system**) - ✓*Does the country have legal codes to regulate the media?* (**legal system**) - ✓*Is economic decision-making centralized in the government?* (**economic system**) - ✓*What is the level of technological development that may be relevant to corporate communicators?* (**economic system**) - ✓*What is the nature of activism prevalent in a country currently?* (**level of activism**) - ✓*Are labor unions major forces in the society?* (**level of activism**) - For example, in relation to the socio-cultural system (macro- and micro-cultural aspects): - ✓*In corporate communication, are meanings explicit in messages or are they based largely on the context of a situation?* (**Hall's model**) - ✓*In this country, are the interests of the collectivity valued over that of the individual?* (**Hofstede's model**) - ✓*To what extent does gender play a role in assigning societal and organizational roles in this country?* (**Hofstede's model**) - ✓*How tolerant is this country to uncertainty and ambiguity?* (**Hofstede's model**) - ✓*Does this country encourage (expect) deference to superiors in social settings?* (**Hofstede's model**) - ✓*Is this country oriented toward valuing tradition, or valuing the future and contingent objectives?* (**Hofstede's model**) - For example, in relation to the media system: - ✓*Are the media of a given country a part of the private or public sector?* (**media control**) - ✓*Are there established legal and other structures to protect the media from political pressure? And how are controls over editorial freedom exercised?* (**media control)** - ✓*What is the ability of the media to diffuse messages to a wide audience? Which segments of the population do the print/electronic media reach?* (**media diffusion**) - ✓*What is the rate of illiteracy and of poverty in the country?* (**media diffusion**) - ✓*Do different elements of the society such as activists and corporations have direct access to the media?* (**media access**) - ✓*If there are gatekeepers between the media and other organizations, who are they and how do they work?* (**media access**) ***EXAPLME of the past three topics: JAPAN and BRASIL COMPARED***  **FACTORS THAT INFLUENCE THE CHOICE AND DEGREE OF STANDARDIZATION (OR ADAPTATION)** - Degree of **homogeneity of the stakeholders** across the countries in which the organization operates (in terms of needs, preferences etc.) - Degree of **homogeneity of the countries** in which the organization operates (in terms of infrastructural, socio-cultural and/or media systems) - Intensity of **brand awareness/global brand strength** - Degree to which communication messages can be **transferred/translated** (in terms of both verbal and nonverbal elements) **ADVANTAGES** AND **DISVANTAGES** OF STANDARDIZATION - ADVANTAGES - Greater consistency of the communicated corporate and/or brand identity - Lower managerial complexity - Better exploitation of creative ideas - Lower costs thanks to economies of scale - DISVANTAGES - Danger of being considered insensitive to local needs - Loss of communicative effectiveness **THE MIDDLE PARADIGM** **Mixed (or glocal)** strategies along a continuum from full adaptation to full standardization of the individual elements of the communication strategy - Ex. 1 **McDonald's:** Global brand and values but some adaptation of products, packaging and communication: McLaks in Norway, McLobster in Canada,... - Ex. 2 **Barilla**: Adaptation prevalently at the communication level. e.g. websites: style and content Mexico vs Australia **IMPLICATIONS FOR CORPORATE COMMUNICATIONS** - Need to develop **intercultural sensitivity and communication skills** - To guide the **choice of approach (adapted, standardized, mixed)** on the basis of: infrastructural, socio-cultural and/or media systems, country of origin and sector of the organization, nature of the brand/s, diversity of the target stakeholders and/or countries, etc. - Possibility of involving **local experts** **[Corporate communications 17 (Research and Measurement)]** **RESEARCH AND MEASURAMENT AS THE CORNERSTONE OF PROFESSIONAL CORPCOMM** Research can improve **value given to corporate communication by senior management**: necessary for corporate communicators to be taken seriously so that they become part of decision-making on corporate strategy and actions There was a time when communication was just about creativity and inspiration (50s, 60s), also the world was a lot less crowded so nowadays we receive more and more information - ✓ **Evaluative** role: track changes in corporate reputation - ✓ **Formative** role: demonstrate whether communication strategies are working and/or need to be revised **DEFINITION OF: research, data, information, insights, evaluation** - **Research**: "Any **creative systematic activity** undertaken in order to increase the **stock of knowledge**, including knowledge of man, culture and society, and the use of this knowledge **to devise new applications"** - **Data** = Data is a raw and unorganized fact that required to be processed to make it meaningful - **Information** = Information is a set of data which is processed in a meaningful way according to the given requirement. Information is processed, structured, or presented in a given context to make it meaningful and useful - **Insight** = the act or result of apprehending the inner nature of things or of seeing intuitively (Merriam-Webster) - **Evaluation**: **use of research** for informing and assessing the conceptualization, design, execution and effects of communication programmes and campaigns **INFORMAL AND FORMAL RESEARCH** - INFORMAL - Casual interactions with key stakeholders or experts - Helps develop a better understanding of problems informing a communication program - FORMAL - Systematic data-gathering methods - Sensitive to issues of representativeness in sampling: - **Focus groups** - Taped and recorded - Qualitative analysis; not number counting - **Surveys** - Structured questionnaires - Involve advanced statistical analysis - **Content analysis** - Describes numerical analysis of communications materials **RESEARCH AND EVALUATION CYCLE** Comprehend 5 steps - Step 1 **audit**: research to identify issues and set benchmarks - Step 2 **objectives**: communication objectives for each stakeholder - Step 3 **planning and execution**: design and execution of a campaign - Step 4 **measurement and evaluation**: continues measurement - Step 5 **results**: taking stock of results against initial objectives Research and evaluation seen as part of **a cycle of** **interrelated activities:** - ✓ Results of evaluation used to make adjustments to a programme or campaign - ✓ Research and evaluation at different stages (before, during, after) **STAGES AND LEVELS OF EVALUATION (important!)** **THE BARCELONA PRINCIPLES 3.0 -- 2020** (this is like/compared to the bible in the field of research and measurement) **1. Setting goals is an absolute prerequisite to communications planning, measurement, and evaluation.** The founding principle of SMART (specific, measurable, actionable, relevant, and time-bound) goals as a foundation for communications planning has been promoted to an *essential prerequisite*. It pushes measurement and evaluation as a core component of the planning process, articulating target outcomes and how progress towards these will be assessed. **2. Measurement and evaluation should identify outputs, outcomes, and potential impact**. Previously, the Principles recommended measuring outcomes, rather than simply counting outputs. The updated principles extend this to consider longer term impact of communications strategy. According to Levine, this means thinking about "the channels we are impacting, and change we would like to see through campaigns, events and activations." **3. Outcomes and impact should be identified for stakeholders, society, and the organization.** From the original focus on business metrics, such as sales and revenue, the 2020 update embraces a more holistic view of performance. It allows the model to be more inclusive of a broader range of organizations and communications roles that are not necessarily profit-driven. **4. Communication measurement and evaluation should include both qualitative and quantitative analysis.** "To understand the full impact of your work, it is crucial that you use the full suite of methods to measure those outcomes," summarized Levine in describing the evolution of this principle to not just quantify but also understand how messages are being received, believed and interpreted. **5. AVEs are not the value of communication.** The message remains consistent and clear; "we continue to believe that AVEs do not demonstrate the value of our work." It is important that communications measurement and evaluation employs a richer, more nuanced, and multi-faceted approach to understand the impact of communications. **6. Holistic communication measurement and evaluation includes all relevant online and offline channels.** Our founding principle that social media can and should be measured is so obvious today. The 2020 iteration reflects the game-changing shift in social communications' capabilities, opportunities, and influence, such that all relevant online and offline channels should be measured and evaluated equally. The AMEC measurement framework promotes clarity across earned, owned, shared, and paid channels to ensure consistency in approach towards a common goal. **7. Communication measurement and evaluation are rooted in integrity and transparency to drive learning and insights**. **RESEARCH METHODS FOR EFFECT RESEARCH**  **PFI (potential for impact)** Identifying the threat of weaponized information A predictive, belief-based methodology to anticipate and counter information threats. Four layers of proprietary AI on top of news, social, and behavioral data. **WHAT IS BAV?** The Brand Asset Valuator (BAV) allows Companies to obtain information on brand health through four key metrics. The comparison of the values with the performance of competitors is then useful in the process of strategic management. BAV's four pillars of health: 1. Energized differentiation basis for consumer choice: the essence of the brand and the source of margin and pricing power 2. Relevance drives usage and is the measure of what is personally appropriate to consumers 3. Esteem is consumer respect -- how well a brand fulfills its implied or overtly stated consumer promise 4. Knowledge is the culmination of brand building efforts and is the outcome of brand development, through a consumer's intimate relationship with the brand **MEASURMENT, EVALUATION, OPTIMIZATION: how to guide** - Establish KPIs, using 'MEO' PLAN tool and client impact measures - Define process and data sources; work out where your inputs will come from - Set 'success' benchmarks, targets; recent performance, internal, competitor - Delivery of activities, valuable engagements go live - Measure, evaluate and optimize; evaluation of data inputs to establish performance - Quantify impact/learning, at projects end, assess achievement of VALUE OUTCOME **OVERVIEW OF REPUTATION SURVEYS** - **Corporate reputation**: subject's collective representation of past images of an organization established over time - Requires research that is more **general in scope** and is carried out on a **continuous basis** - Two broad types of reputation research: - **publicly syndicated rankings** - **company-specific reputation research** *IN-CLASS GROUPWORK* what are the main limitations of publicly syndicated reputation rankings? - Publicly syndicated reputation rankings often suffer from bias, limited scope, manipulation and oversimplification, failing to capture the nuanced or dynamic nature of reputations. Can they be considered a good measure of corporate communication, why or why not? - No, publicly syndicated reputation rankings cannot be fully considered a good measure of corporate communication because they primarily reflect **perceptions or aggregated opinions** rather than the **direct geographic reach, content, or strategies** of a company\'s communication efforts. However, they may indirectly indicate communication success in specific regions if analyzed alongside geographic data. **THEORY ON EFFECTIVE MESSAGES AND PERSUASION** (Mendelsohn, 1973) Most important part !!! - Critique of traditional linear models of communication effects - New suggestions for communicators: - ✓ Target messages - ✓ Set reasonable goals and objectives that are achievable - ✓ Base goals on a sound knowledge of the current levels of awareness, beliefs and behaviors of target audience *Also take a look at slide 29 for the McGuire model* **ALTERNATIVES TO THE HIERARCHY OF EFFECTS THEORY GOING BEYOND LOGICAL OR RATIONAL APPEALS** - **1) Elaboration likelihood model:** people process messages differently depending on their interest in and involvement with an issue. The "elaboration continuum" ranges from low involvement and attention, to high involvement and attention - **2) Framing model:** the different ways on which a message is presented or framed, apart from the content itself, can result in very different responses depending on - *e.g. terminology and visuals. Framing is about convincing an audience through a particular highlighted interpretation and arguments* **BASIC HUMAN VALUES** - **Universalism-Societal**: motivates us to promote understanding, appreciation, tolerance, and protection of all people in society; it emphasizes equality, justice, and protection for all. - **Power**: motivates us to promote social status and control over people and resources; it emphasizes social power, wealth, and authority. - **Universalism-Nature**: motivates us to promote the preservation of the natural environment; it emphasizes the protection of nature and animals. - **Benevolence**: motivates us to promote the welfare of the people we are in frequent contact with; it emphasizes caring and dependability. - **Achievement**: motivates us to promote personal success according to social standards; it emphasizes ambition and the demonstration of competence. - **Hedonism**: motivates us to promote personal pleasure and enjoyment; it emphasizes self-indulgence and sensuous gratification. - **Conformity**: motivates us to promote restraint and compliance with social expectations to avoid upsetting others; it emphasizes adherence to rules, laws, and obligations. - **Stimulation**: motivates us to promote the pursuit of excitement and challenge in life; it emphasizes novelty, variety, and adventure. - **Tradition**: motivates us to promote commitment and acceptance of customs and ideas that culture and religion provide; it emphasizes the maintenance of cultural, family, or religious traditions. - **security**: motivates us to promote personal and societal safety and stability; it emphasizes safety, harmony, and stability. - **Self-direction**: motivates us to promote independent thought and action; it emphasizes freedom, exploration, and creativity. **THE BCW VALUES ARCHETYPES** **[Corporate communications 19 (Social Media Communication)]** **KEY TERMS OF THE TOPIC:** - **Social media (or SoMe)**: - A group of **Internet-based applications** that build on the ideological and technological foundations of Web 2.0 and that allow for the creation and exchange of **user- generated content** - **Web 2.0**: - General **ideological and technological shift** in the use of online technologies - Different from web 1.0, characterized by static pages (e.g. website) not yet providing interactive content Web 2.0 provides the **platform for social media** (and their use within corporate communication) **A BIT OF HISTORY: the rise of social media in Corpcomm** [Examples] - Ikea campaign *Janice Simonsen, senior PR specialist for IKEA: \"Malkoff's love of IKEA and the fact he got to live out his dream of living in the store while engaging with IKEA fans was an authentic way to tell the brand story*\" - Barbie campaign *Michelle Chidoni, VP of global brand communications at Mattel: "The conversation was extremely positive and underscored the brand's purpose. When a girl plays with Barbie, she imagines everything she can become. For almost 60 years, Barbie has exposed girls to roles where women are underrepresented to show them, they can be anything".* **SOCIAL MEDIA CHANGE THE WAY PEOPLE COMMUNICATE** - Democratization of the production and dissemination of news and information thanks to: - Widespread **internet and mobile access** - Availability of technology: **every individual can become a global publisher of content** - *E.g. camera phones lead to **citizen journalist*****s** - **Shift** from classic model of corporate communication: - from exclusive liaise with official news channels to **other (online) sites offering content on organizations** - from a command-and-control model to **more interactive and free-flowing conversations with stakeholders** - from professional corporate communicators only to **employees becoming (informal) corporate voices** [social and media trends in marketing and corpcomm] - AI-Driven Interactions and Communication (*e.g. Toys"R"us*) - AR- and VR-based campaigns for immersive experiences (*e.g. The Pokémon Company \| AR Product Promotion*) - Sustainability and Ethical Communication via contests and education in social media **DIFFERENCE BETWEEN TRADITIONAL AND NEW MEDIA ENVIORMENT** +-----------------------+-----------------------+-----------------------+ | | TRADITIONAL MEDIA | NEW MEDIA ENVIORMENT | | | ENVIORMENT | | +=======================+=======================+=======================+ | COMMUNICATION | *Broadcasting*: | *Crowd-casting*: | | APPROACH | | | | | stakeholders as | stakeholders as | | | audiences receive | participants produce | | | messages from the | or forward content | | | | about the | | | organization in a | organization | | | controlled and | | | | planned manner | | +-----------------------+-----------------------+-----------------------+ | COMMUNICATION MODEL | One-to-many | Many-to-one, | | | | many-to-many | +-----------------------+-----------------------+-----------------------+ | UNDERLYING PRINCIPLE | *Corporate | *Content generation*: | | | positioning*: | | | | | Impromptu and free | | | planned and | generation and | | | controlled transfer | dissemination of | | | of corporate messages | corporate content | | | and campaigns | | +-----------------------+-----------------------+-----------------------+ | KEY METAPHORS | Medium, channels | Platforms, arenas | +-----------------------+-----------------------+-----------------------+ | RULES OF | Fixed and controlled | Messy and emergent | | COMMUNICATION | | | +-----------------------+-----------------------+-----------------------+ | COST OF CONTENT | Expensive/high | Cheap/low | | PRODUCTION/PUBLISHING | | | | THRESHOLD | | | +-----------------------+-----------------------+-----------------------+ **DIFFERENCE BETWEEN OWNED, PAID AND EARNED MEDIA IN AN ONLINE SETTING** +-----------------+-----------------+-----------------+-----------------+ | MEDIA TYPE | DEFINITION | EXAMPLES | ROLE IN ON-LINE | | | | | SETTING | +=================+=================+=================+=================+ | OWNED MEDIA | Owned and | Website | 1\. Generate | | | | | interest | | | controlled by | Twitter account | | | | an | | 2\. Engage | | | | YouTube channel | stakeholders | | | org. | | | +-----------------+-----------------+-----------------+-----------------+ | PAID MEDIA | Paid for | Display ads | 1.Direct ads of | | | content or | Paid search | the | | | | Sponsored | | | | exposure on | | org. | | | non- | links | | | | | | 2\. Feed owned | | | owned on-line | | (and | | | | | | | | media | | sometimes | | | | | earned) | | | | | | | | | | media | +-----------------+-----------------+-----------------+-----------------+ | EARNED MEDIA | Stakeholders' | Word-of- mouth | 1\. Generate | | | on- | | traffic to | | | | Viral spread of | | | | line | content | owned media | | | word-of-mouth | | | | | | | 2\. May be | | | about the org. | | strengthened | | | | | by | | | | | | | | | | owned and paid | | | | | | | | | | media through | | | | | viral | | | | | | | | | | content | +-----------------+-----------------+-----------------+-----------------+ **[Corporate communications 20 (Social Media Communication)]** **CLASSIFYING SOCIAL MEDIA** Based on theories in the fields of: - **media research** (social presence, media richness) - **social processes** (self-presentation, self-disclosure) [classifying first dimension:] - **Social presence theory:** - social presence = *acoustic, visual and physical contact* that can be achieved between individuals as they are communicating - influenced by the *intimacy* (interpersonal vs. mediated) and *immediacy* (asynchronous vs. synchronous) of the medium - **Media richness theory**: - richness = *amount of information* than can be transmitted in real time - some media are more effective in *reducing ambiguity and uncertainty* in communication [classifying second dimension:] - **Self-presentation theory:** - Self-presentation = desire to influence (in a positive way) the *image or impressions other people form* - **Self-disclosure theory**: - Self-disclosure = conscious or unconscious *revelation of personal information* that is consistent with the image one would like to give [Classifying: the resulting model:]  *Trying to explain some things about the table in the previous page:* **BLOGS AND VLOGS** - Controlled web-based medium - Diary/journal style, reverse chronological order - Bloggers control the information they publish and moderate non-authors' comments - Vlogs: similar to blogs, but with video content [Corporate communication opportunities:] - monitor and engage with influential bloggers and vloggers - create and maintain a corporate blog (run by one or more company "spokesblogger/s") **COLLABORATIVE PROJECTS** - Joint and simultaneous collaboration between individuals in an online setting - *Two main types: Wikis (e.g. Wikipedia); Social bookmarking applications (e.g.Pinterest)* [Corporate communication opportunities:] - mainly related to company-specific wikis: - *E.g. internal platforms for developing projects or content relevant to employees and their daily work* **SOCIAL NETWORKING SITES** - Personal information profiles - Network or community of friends and/or colleagues - Relatively rich medium: - Pictures, video, links, audio, instant messages, email... - E.g. Facebook, LinkedIn [Corporate communication opportunities:] - communication campaigns - brand communities, to present a personal image for the company/brand - data/research on consumers - social commerce/distribution channel **CONTENT COMMUNITIES** - Applications for sharing media content -- of different types, e.g.: YouTube Videos [Corporate communication opportunities:] - *E.g. companies can set up a YouTube channel for: recruitment, keynote speeches, press announcements, corporate or brand adverts etc.* - But also **risks**: issue around copyrighted material and corporate documents shared without permission **VIRTUAL GAME WORLDS** - "Massively multiplayer online role-playing game" (MMORPG) - Game rules restrict behaviors and avatars - Run online and supported by game consoles such as Microsoft Xbox and Sony PlayStation [Corporate communication opportunities:] - In-game advertising - Brand or product as a main character or "tool" to complete the game **VIRTUAL SOCIAL WORLDS** - Users (or "residents") adopt a persona/virtual ego - Users live a virtual life with no rules restricting the range of possible identities and interactions [Corporate communication opportunities:] - Externally, through ads and flagship stores - Internally, to foster interaction and knowledge exchanges between employees, organize meetings etc. **CLASS WORK** -- pros and cons of corpcomm on social media -- - CORPCOMM OPPORTUNITIES -new ways to- - Reach and engage stakeholders -- following the "integrated communication" principle - Have a direct conversation and receive feedback continuously - Adopt a more authentic voice and human image - Foster stakeholder behaviors in support of the organization - CORPCOMM CHALLENGES - Implementing and keeping up with technological developments - Managing and controlling messages and conversations around the organization - Monitoring and measuring results - Facing negative emotions of both employees and external stakeholders [When social media campaigns go wrong (slide 14)] the case of \#QantasLuxury - **Twitter/X** promotion in 2011 with \#QantasLuxury - 100--150 **negative tweets** every 10 min. - Due to labor dispute and thousands of passengers stranded at different airports - Qantas' reaction was to **ignore** the negative commentary \> the story was propagated even further [Social media as risk turned into opportunity: (slide 15)] The case of Coca-Cola and "the rat" - **YouTube** video in 2013 - a customer claiming to have become heavily handicapped after drinking a glass of Coca-Cola - Shows a bottle containing a rat's head - Most of the **online comments defend** Coca-Cola and show the inconsistencies of the video - Coca-Cola denies any responsibility and invites **influential bloggers to inspect their factories** **[Corporate communications 21 (Employee Communication)]** **Employee/staff/internal/organizational communication and internal marketing\ **↳ **synonyms**: an organization's managed communication system, where employees are regarded as an internal public or stakeholder group - Used in contrast with external communication, however technology/social media blur the boundaries between internal and external communication. **Why is employee communication important?** Employees are crucial stakeholders' group - **Purposes** - strengthen employee morale and their identification with the organization - ensure that employees know how to accomplish their own, specialized tasks It\'s important to balance both purposes, organization needs and individual needs - **Strategies:** - make employees feel motivated, engaged, satisfied, comfortable speaking up - stimulate productivity, innovation and creativity within teams, networks and communities of practice → **Typical tools**: internal events, meetings, newsletters, corporate TV, Intranet, internal SoMe. Technology facilitates employee communication but they do not substitute emotional interaction. **Categories\ Management communication**: between manager and subordinate employees.\ **→** The focus is narrow\ **→** To reach the two purposes, managers can use interpersonal communication as well as mediated communication (e-mails, social media, WhatsApp\...) to give instructions while supporting.\ **→** The responsibility lies with manager themself, but CorpComm professionals can support manager also in learning how to communicate effectively **Corporate information and communication systems (CICS)**: the broadcasting of corporate decisions and developments to all employees across the organization\ **→** Broader focus\ **→** To reach the two purposes, managers can use technologies and communication systems that broadcast decisions and information about and across the organization. Content is the same for everyone, no adaptation, more generic.\ **→** The responsibility lies with the communication departments, which delivers information through Intranet, corporate TV, 'town hall' meetings - These categories are **equally important and complementary**: whilst distinct in scope, both areas of employee communication complement each other in ensuring that information flows vertically and horizontally across the organization. Without both forms of employee communication, a company's overall communication effort may be ineffective and its employees demotivated ↳ **Downward and upward communication:** - **Downward communication** involves information flowing from the top of the hierarchy to inform employees about the organization and its performance. Both management communication and CICS are central to this type of communication. - **Upward communication**: involves information from employees sent upwards towards managers. It often involves information about the employee him/herself, co-workers, organizational practices and policies, and about what needs to be done and how it can be done. Both management communication and CICS are central to upward communication. Information from employees can help profitability and performance. **Impact on organizational identification\ Organizational identification**: the perception of oneness with or belongingness to an organization, where the individual defines him or herself in terms of the organization(s) of which he or she is a member\ Strong organizational identification leads employees to loyal behaviors: employees will feel more satisfied, cooperative and will demonstrate helpful behavior.\ Identification increases when: - \-  employees feel proud to belong to organization because the organization itself has a good reputation and prestige (enhances self-esteem) - \-  employees\' personal values and attributes correspond with the organizational identity overlap between personal individual identity and organization identity. - \-  there is a good balance between downward and upward communication, instructions and feedbacks **Technological evolution of employee communication** Employees can distribute their own information electronically: - **Internally**: to managers and colleagues using email, intranet, internal SoMe, video conferencing and podcasting\ → Digital technologies entail that employee communication becomes more horizontal, two-way, and breaks the formality of communication along hierarchical lines - **Externally**: to stakeholders using corporate blogs where employees are encouraged to share their views or stories, or without gatekeepers or control (personal SoMe)\ → Digital technologies entail that employee communication does not always remain 'inside' the organization Any employee today can communicate to "outsiders" about their own organization and\ work by using: their own personal social media accounts or corporate social media accounts in terms of content, their use of social media communication can be: - **functional**, ex. to share work-related content\ → Risks: leaking intellectual property and sharing sensitive business information\ → Benefits: productivity, collaborative knowledge sharing and feeling of empowerment - **not functional**, ex to share personal stories and relationships at work\ → Risks: displaying dissatisfaction and embarrassing behaviors, cyberloafing → Benefits: employees as brand ambassadors Companies are implementing social media policies which are corporate guidelines that aim to regulate when, where, how and what employees communicate in online environment **[Corporate communications 24 (Employee Communication)]** **EMPLOYEE COMMUNICATION BEHAVVIORS** - employees are **crucial strategic assets**, often acting as representatives when interacting with external stakeholders - **employee communication behaviors (ECB)** hold significant strategic value - employees can be **active participants** in the company's communication ecosystem generating *